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Geitty > LEADERSHIP AND MANAGEMENT > Flashcards

LEADERSHIP AND MANAGEMENT Flashcards

1
Q

A proccess of influencing others, attempting to achieve shared goals and inspiring to action.

A

Leadership

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2
Q

The one who leads, conduct or guides the process

A

Leader

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3
Q

To go with or ahead of so as to show the way; guide.

A

Lead

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4
Q

Types of Leaders

A

*Informal leader
*Formal or appointed

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5
Q

Does not have official saction to direct activities of others; chosen by the group itself.

A

Informal Leader

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6
Q

Chosen by administration, and given official or legitimate autority to act
Ex: The elected and appointed officers of an organization

A

Formal or appointed

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7
Q

Theories of Leadership

A
  1. Trait Theory
  2. Great-Man theory
  3. Contingency theory
  4. Integrative leadership model
  5. Transactional Leadership
  6. Transformational Theory
  7. Path-Goal Theory
  8. Strategy Theory
  9. Charismatic Theory
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8
Q

-Leaders have traits that must be enhanced by experience
-Envisioning goals, affirming values, serving as a symbol

A

Trait Theory

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9
Q

Qualities/ Traits of a Leader

A

•Intelligence
•Personality
•Abilities

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10
Q

Judgement, knowledge and fluency of speech

A

Intelligence

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11
Q

Adaptability, alertness, creativity, cooperativeness, personal integrity, self-confidence, emotional balance and control, independence

A

Personality

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12
Q

Ability to enlist cooperation, popularity and prestige, sociability/interpersonal skills, social participation, tact and diplomacy

A

Abilities

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13
Q

Leadership traits

A

•Task-Oriented
•Relationship-Oriented
•Participative Leadership

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14
Q

Behaviors include planning, scheduling & coordinating activites

A

Task Oriented

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15
Q

Includes being friendly & considerate, showing trust & confidence, expressing appreciation & providing recognition

A

Relationship Oriented

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16
Q

Enlist associates participation in making decisions

A

Participative leadership

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17
Q

-Leaders are born and not made
-Great leaders will arise when there is a great need.
Ex: King in Spain

A

Great-Man Theory

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18
Q

_____argues that few people are born to be great leaders who are well rounded & simultaneously instrument & supportive.

A

Great-Man theory

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19
Q

-Leaders’ ability to lead is contingent upon the situation.
a. Leadership-member relationship
b. Task structure
c. Position power

A

Contingency Theory

*Leadership style will be effective & ienffective depending on the situation

20
Q

-Obviously, there is no one best leadership style. Leaders are rarely totally people-oriented or task-oriented.
-One should be aware of his own behavior & learn to adapt.

A

Integrative Leadership Model

21
Q

Integrative Leadership Model

A

a. Behavioral Theory
b. Participative Leadership
c. Situational Leadership Theory

22
Q

Successful leadership is based in definable, learnable behavior.

A

Behavioral Theory

23
Q

People are more committed to actions

A

Participative Leadership

24
Q

-Depends on the level of the maturity of individual

A

Situational Theory

-Situational Theory uses task behavior & relationship behavior in relation to the follower’s, readiness, called maturity to emphasize the importance of the maturity level of the followers, & the leader needs to adapt leadership styles accordingly

25
Q

People are motivated by reward and punishment

A

Transactional Leadership

26
Q

-Empowerment is the key factor
-People will follow person who inspires them and who has vision and passion.
-Value-based leadership

A

Transformational Theory

27
Q

-Leaders have certain objectives and initiate their followers to attain their own objectives.
-Derived from the expectancy theory where people act as they do because they expect their behavior to produce satisfactory results.

A

Path-Goal Theory

28
Q

BASED ON HUMAN HANDLING SKILLS OF LEADERS

Strategy 1: Attention thru vision
Strategy 2: Meaning thru communication
Strategy 3: Trust thru positioning
Strategy 4: Deployment of self-thru positive self-regard

A

Strategy Theory

29
Q

-Charm and grace are needed to create followers
-Self-belief

A

Charismatic Theory

30
Q

inspires others by obtaining emotional commitment from followers and by arousing feelings of loyalty & enthusiasm

A

Charismatic theory leader

31
Q

found that these leaders have strong conviction & high self-confidence & followers has the similar belief with the charismatic leader thus showing signs of unquestioning acceptance & obedience.

A

Robert House

32
Q

it sometimes leads into blind obedience but transformational leaders use it to motivate members.

A

Bernard Bass

33
Q

STYLES OF LEADERSHIP

A
  1. Autoritarian/ Autocratic
  2. Democratic/ Participative
  3. Laissez- Faire/Permissive
  4. Multicratic/ Situational
  5. Charasmatic
34
Q

-Strong control over the group or directive approach
-concern with task accomplish

A

Authoritarian/ Autocratic

Autocratic- involves centralized decision making, with the Leader making the decision & using power to command & control others.

35
Q

-Leaders focuses on involving subordinates in decision making
-People-oriented

A

Democratic/Participative

Democratic- is participatory, with the autority delegated to others, influential by having close and personal relationship with the subordinates.

36
Q

-Delegating approach
- Little or no direction is provided to subordinates

A

Laissez- Faire/ Permissive

Laissez faire is passive & permissive, nondirective, inactive. Chaos is most likely develop because members may work independetly.

37
Q

The leader identifies which style of leadership a particular situation requires.

A

Multicratic/ Situational

38
Q

Obtains emotional commitment from followers and by arousing feelings of loyalty & enthusiasm inspires other to follow

A

Charismatic

39
Q

Legitimate power to direct others

A

Authority

40
Q

It is one’s capacity to influence others

A

Power

41
Q

Derived from the knowledge & skills one possesses

A

Expert power

42
Q

derived from the position one holds in a group & indicates authority

A

Legitimate power

43
Q

derived from respect & trust coming from any individual group or organization

A

Referent power

44
Q

comes from the ability to recognize others for compliying

A

Reward power

45
Q

based on fear of punishment if one fails to conform

A

Coercive power

46
Q

comes from coalition & interpersonal relationship

A

Connective power

47
Q

derived from knowledge & access to information

A

Informational power

Geitty (11 decks)

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